Hubris refers to excessive self-confidence, often manifesting as a belief that the subject is above rules, policies, or consequences. The subject sees themselves as indispensable, superior, or uniquely capable—and may rationalize policy violations because they “know better.” The core trait of hubris is a sense of arrogance and superiority, where the subject views themselves as fundamentally above their peers in capability or judgment. The key driver behind this motive is the belief that "I am the exception"—that normal rules or controls are for others, not for someone of their perceived caliber. This often leads to behavior such as circumventing controls, overriding governance processes, or acting unilaterally without authorization, because the subject sees compliance as an unnecessary constraint on their effectiveness. Their justification typically rests on the idea that "the rules don’t apply to me because I’m smarter, more important, or more experienced than those who created them."
An Acceptable Use Policy (AUP) is a set of rules outlining acceptable and unacceptable uses of an organization's computer systems and network resources. It acts as a deterrent to prevent employees from conducting illegitimate activities by clearly defining expectations, reinforcing legal and ethical standards, establishing accountability, specifying consequences for violations, and promoting education and awareness about security risks.
An Acceptable Use Policy (AUP) is a set of rules outlining acceptable and unacceptable uses of an organization's computer systems and network resources. It acts as a deterrent to prevent employees fro...
Implement a process whereby HR data and observations, including those from managers and colleagues, can be securely communicated in a timely manner to investigators, triggering proactive monitoring of potential insider threats early in their lifecycle. Collaboration between HR teams, managers, colleagues, and investigators is essential for detecting concerning behaviors or changes in an employee's personal circumstances that could indicate an increased risk of insider threat. Mental Health and Personal StrugglesTrigger Event: HR receives reports or observes a significant change in an employee's behavior or performance, which may indicate mental health issues or personal struggles that could elevate the likelihood of an insider threat. This information may come from managers, colleagues, or direct observations within HR.Indicator: Multiple reports from managers, direct supervisors, or colleagues highlighting behavior changes such as stress, depression, or erratic actions.Response: HR teams should notify investigators of high-risk employees with visible signs of distress or any reported instances that might indicate susceptibility to manipulation or exploitation. Negative Statements or Discontent with the CompanyTrigger Event: HR identifies instances of employees making negative statements about the company, its leadership, or its operations, potentially through personal social media channels, internal communications, or third-party reports. Additionally, such concerns might be raised by managers or colleagues.Indicator: Recorded incidents where employees voice dissatisfaction in forums or interactions that may expose vulnerabilities within the company, which may come from colleagues, managers, or HR’s internal channels.Response: Immediate referral to investigators for further investigation, including tracking if such sentiments are coupled with any increase in risky behaviors (e.g., accessing sensitive data or systems without authorization). Excessive Financial Purchases (Potential Embezzlement or Third-Party Influence)Trigger Event: HR or finance teams notice discrepancies in an employee's personal financial behavior—particularly excessive spending patterns that appear inconsistent with their known salary or financial profile. This could indicate embezzlement, financial mismanagement, or payments from third parties. Such concerns may also be raised by managers or colleagues.Indicator: Transactions that show a high degree of personal spending or financial behavior inconsistent with the employee’s compensation, possibly flagged by HR, finance, or colleagues who notice unusual behaviors.Response: Referral to investigators for correlation with employee access to financial or sensitive company systems, along with further scrutiny of potential illicit financial transactions. Third-party or whistleblower reports, including from colleagues or managers, may also be investigated as part of a broader risk assessment. Hearsay and Indirect ReportsTrigger Event: Anonymous or informal reports—such as rumors or gossip circulating in the workplace—that hint at potential insider threat behaviors. These reports, often from colleagues or managers, may be unsubstantiated, but they still warrant an alert if the volume or credibility of the information increases.Indicator: Reports or concerns raised by employees, colleagues, or external parties suggesting that an employee may be engaging in unusual behaviors, such as excessive contact with external vendors, financial irregularities, or internal dissatisfaction.Response: Investigators work with HR to assess the situation by cross-referencing any concerns, including those from colleagues or managers, with the employee's activity patterns, communication, and access to sensitive systems. Implementation ConsiderationsCollaboration Framework: A clear and secure protocol for HR, managers, colleagues, and investigators to share critical information regarding employees at risk. This should maintain employee privacy and legal protections, while still enabling timely alerts.Confidentiality and Privacy: All information related to personal behavior, health, or financial matters must be handled with sensitivity and in accordance with legal and regulatory frameworks, such as GDPR or local privacy laws.Continuous Monitoring: Once flagged, employees should be monitored for any other risk indicators, including changes in data access patterns, unapproved system access, or behavior that correlates with identified risks.
Implement a process whereby HR data and observations, including those from managers and colleagues, can be securely communicated in a timely manner to investigators, triggering proactive monitoring of...
Provide a process for all staff members to report concerning and/or suspicious behaviour to the organization's security team for review. An internal whistleblowing process should take into consideration the privacy of the reporter and the subject(s) of the report, with specific regard to safeguarding against reprisals against reporters.
Provide a process for all staff members to report concerning and/or suspicious behaviour to the organization's security team for review. An internal whistleblowing process should take into considerati...
Background checks should be conducted to ensure whether the information provided by the candidate during the interview process is truthful. This could include employment and educational reference checks, and a criminal background check. Background checks can highlight specific risks, such as a potential for extortion.
Background checks should be conducted to ensure whether the information provided by the candidate during the interview process is truthful. This could include employment and educational reference chec...
This technique is part of the ForScie Insider Threat Matrix, a community-driven knowledge base for insider threat intelligence.
View on ForScie Matrix